Posts tagged #professional development

The Three Best Professional Development Trends in 2019


Professional trends come and go. Some we are happy to kick to the curb, others we hope are here to stay! This year we’ve seen a few shifts that make the workplace more progressive and competitive. These trends are geared toward improving the employee and, in turn, improving the business.

Here are three trends in workplace professional development that you should take full advantage of to end the year strong.

  1. Learning in the Workplace. From peer-to-peer lunch and learns to employer education credits, it’s clear companies are interested in giving their employees the opportunity to learn new things and put them into practice at the workplace.

    Businesses and industries are constantly evolving, and companies must invest in education for their people to maintain a competitive edge. Think about how quickly the internet has changed how we operate. It’s changed everything from the way we look for jobs to the ways we communicate with team members. New standards evolve all the time, and your company needs you to be the best of the best.

  2. Flipped Decision Making: Bottom-Up Approach. When organizations function top-down, the decision making happens at the top and gets relayed from director to manager, and manager to the team. We’ve seen this flip to a bottom-up approach. Employees lowest on the corporate ladder are empowered to voice their opinions and suggestions on company matters, essentially shifting decision making to the bottom instead of from the top. This works well because those with the most up-to-date information can make quick decisions without the delay that bureaucracy often entails.

  3. Coach for Leadership, Not Management. There’s a push to train employees to lead rather than manage, and we couldn’t be happier about it. Why? Because managers assign—leaders inspire. Leaders raise others up to put the best people in the right seats of the company. That’s good news for anyone looking for a job. It’s not about completing a to-do list, it’s about doing a great job.

Staying on top of trends while navigating a job hunt can be challenging. If you’re looking to make a career change, we’d love to connect.

Our team at The Wilbanks Consulting Group helps everyone from high schoolers to seasoned professionals identify and achieve their career goals.

Posted on August 13, 2019 and filed under Career, Leadership.

Choosing the Right Mentor


Choosing the right mentor is one of the most important career decisions. The right mentor can expand your professional network, open doors to new opportunities, and provide strategic guidance. Because of its importance,  choosing the right mentor shouldn’t be taken lightly. This person will likely introduce you to people who will help you grow your career – however, if you’re introduced to people who don’t align with your career path, it likely won’t be a fruitful working relationship. Finding the right mentor will take time, patience, self-reflection, and a bit of creativity. Let’s go over a few tactics to help you choose the right mentor.

4 Tips For Choosing The Right Mentor

1. Define What You’re Looking For

What is your skillset now and what skills do you need in order to reach your goals? Your mentor should help bridge the gap between where you are currently in your career versus where you want to be. Before vetting mentors, define exactly what you need from the relationship.

2. Look at Professional Experience

Professional experience is arguably the most critical component of the right mentor. You want to make sure they walk the walk, not just talk the talk. For example, if you work in finance and want to develop the skills and expertise to progress to a CFO role, you shouldn’t choose someone in technology or marketing as your mentor. While they may provide valuable information, they may not be able to give you guidance on the career moves needed to reach your goals.

3. Make Sure Your Business Styles Compliment

Do you both have a similar outlook on life and business? Do you value similar things? While you don’t have to be exactly the same, you should have complimentary styles and values. This will help you understand each other better. You may know an incredibly intelligent person but if your values and outlook don’t align, the person may not be suitable as a partner. We recommend getting to know a potential mentor well enough to answer these questions before you invite them to enter a mentoring relationship with you.

4. Don’t Overlook Virtual Mentors

Today we have access to more information than ever before. Technology is breaking down boundaries for finding valuable mentors. This allows you to be strategic when choosing your mentor. Make finding the best fit the priority, regardless of location. If you’ve exhausted your local network, consider virtual mentors.

Still Need To Find A Mentor? We Can Help.

The Wilbanks Consulting Group can help you craft the perfect strategy to achieve career success. We align the results with your goals to create a strategy for future growth and development through your current position or toward a new one. If you’re interested in propelling your career to the next level, contact us for a complimentary consultation.

Posted on August 7, 2018 and filed under Search Strategy, Career.

Managing Communication: Messages to Employees May Not Be So Obvious

Communication, that essential element for any manager, is often not as clear as we might think. Two primary goals of a line manager’s communication are to convey the organization’s goals and strategies, and to give clear directions and rationale for employees. The ultimate objective is to align the team’s work to the overall corporate strategy and lead to positive outcomes. Bidirectional communication includes listening to employees and treating what they say seriously, providing opportunities for productive discussions. Yet the Harvard Business Review (HBR) reports that a myth in strategy execution is that “communication equals understanding,” citing that only “55% of the middle managers we have surveyed can name even one of their company’s top five priorities.”

From the time a worker is elevated to manager or a position of authority—often without the support of management and leadership training—a certain distortion in perception occurs. Fully 91% of employees surveyed in a recent HBR poll report that communication issues prevent executives from leading effectively. By being aware of this shift, managers can reflect upon communication challenges and address problems before they become too damaging to the manager-employee relationship. Here, we discuss some key communication challenges and offer suggestions for avoiding these pitfalls.

A Manager’s Perception

Many managers fall victim to some level of power poisoning, often by forgetting what it’s like to be the employee. This drop in empathy, according to increasing authority, has been detailed in numerous management studies. Though this progression is quite normal—it’s only natural to pay more attention to the boss than to the intern—the result is often that leaders miss out on the true perspective of subordinates when they need it most.

This so-called toxic tandem, outlined by Stanford’s Robert Sutton, is the tendency for managers to become less empathetic to subordinates while the employees more closely examine the boss’s words and actions. Leaders can sidestep the pitfalls of the toxic tandem by increasing their understanding of how messages are received by subordinates.

For instance, when managers have a big announcement or change to make, they have already processed the scenarios, considered alternatives, made decisions, and accepted the reality of the situation. By understanding that employees will also need time to process the situation, and that drastic changes may mean part of the message is missed in the initial delivery, an empathetic leader will repeat simple elements of the message over time to ensure that the most important takeaways from the discussion sink in.

Manager to Employee Exchanges

As previously mentioned, the downward communication from manager to employee is not always a smooth path. Frequently, managers are smart, well-educated leaders who aren’t as adept at delivering information as they may hope.

A manager who has specific ideas about how a task or project should be completed ought to provide that information as a guideline for the employee, especially when the guidelines determine how the employee’s performance will be judged. It is better to avoid assuming that the guidelines are immediately obvious or that the message is completely clear.

Welcome employee questions that seek clarity – the more the topic is discussed, the more likely the employee is to understand the perspective and complete the project to everyone’s mutual satisfaction. Consider that an employee who asks numerous questions may not fully understand the task as initially outlined, so the questions are seeking to clear up ambiguities rather than questioning the manager’s expertise or authority.

Remember that when the expected outcomes are not obtained, the manager’s message to the employee may not have been effective. Reflect on how the toxic tandem might be at play in the delivery and reception of the message—a different approach or discussing the rationale and context for the work in deeper detail may resolve the disconnect between what a manager thinks was said and what the employee heard and interpreted.

Employee to Manager Exchanges

When seeking information from employees, be aware that the framing of the question often predetermines the response that the manager will receive.

For example, a common mistake is asking leading questions, such as “Don’t you think…?” When the employee privately disagrees, he or she is faced with either giving the answer that the boss wants despite personal opinions, or giving an answer that conflicts with the boss’s thinking. Many employees will want to avoid the discomfort and risk of outwardly disagreeing with the boss; the employee is more likely to give the former response, leading to the manager missing out on the true measure of the situation.

Therefore, it’s better to avoid leading questions and instead ask broad, open-ended questions when seeking opinions and information. This allows employees the opportunity to express more honest opinions and increase their sense of ownership in the discussion. Examples of open-ended questions include: What do you think about this new initiative? How did your client meeting go? Tell me about your project. Proper open-ended questions cede control of the conversation to the responding employee, whose full answer will draw upon his or her own knowledge or opinions.

If you are experiencing particular challenges in communicating with your employees, we recommend that you consider how your perspective may differ from that of your subordinates. The message that you think is perfectly clear may not take into account the time and additional context that employees need to reach similar conclusions. The consideration of these communication scenarios can improve the manager-employee relationship, and ultimately, improve performance and outcomes.

Amanda Y. Hendrix
Expert Consultant, The Wilbanks Consulting Group